在全球激烈的競爭環境化，台灣中小企業在全球供應鏈扮演的製造分工角色已漸漸被大陸、東南亞國家取代，台灣中小企業面臨規模無法跟國際大廠競爭，生產成本又無法跟大陸等國家競爭，進退維谷困境中該何去何從？
自行車A-Team聯盟拋棄傳統「零合」的競爭思維，採用競合策略，成功塑造創新競合模式典範，也提供了台灣中小企業跳脫困境的解決之道。本研究從共創價值的觀點探討A-Team形成的動機，如何透過成員之間的互動產生價值，以及資訊科技在共創價值的過程中所扮演的角色，以提供台灣中小企業參考。
本研究採用次級資料分析法，以學者提出的「競合策略」、「商業關係」、「價值共創」、及「跨組織系統」，來對次級文獻資料做整理，以呈現結果。
本研究結果顯示：(1)競合組織的成立，是為了產生利益、交易量和保證等的金錢價值，以及創新、科技能力、知識學習及分享和社會回報等非金錢價值; (2) 跨組織系統提供作業及策略上的支援，連結成員以進行價值活動; (3) 競合組織藉由跨組織系統進行共創價值活動，以提升整體供應鏈績效，鞏固產業競爭優勢。

In the past, Taiwanese small and medium enterprises (SMEs) had played an important role as manufacturers in the global supply chain. But now Taiwanese SMEs seem to be replaced by their counterparts from China and Southeast Asia because the scales of Taiwanese SMEs were much smaller than those global companies and the product costs were higher than the companies from China and Southeast Asian Nations. The members of Taiwan cycling A-Team alliance adopt an innovative co-opetion business model. Their success provides a solution for other Taiwan Taiwanese SMEs to compete globally.
This thesis analyzes why competitors cooperate in an alliance, how added value can be created through such interactions, and the role IT plays in facilitating the co-opetitive relationship and value creation from the perspective of value co-creation.
Secondary data are analyzed based on a research model derived from the literature, which encompasses constructs of “business relationship,” “value creation” and “interorganizational systems”. The research findings showed that: (1) the formation of co-opetiton organizations creates both monetary and non-monetary values; (2) IOS provides the needed operational and strategic supports for participants to perform the value-creating activities; (3) co-opetition organizations enhance the performance of the industry supply chain and consolidate industrial competitive advantages.

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